ABOUT JUSTICE REINVESTMENT
The Justice Reinvestment Initiative is a data-driven,
system-wide effort to reduce criminal justice spending
and to re-invest the resulting savings in strategies that
yield greater cost-benefit outcomes for community safety.
The five-stage process begins with the collection and
analysis of relevant criminal justice data, development
and
implementation
of
alternative
strategies,
documenting of costs and potential savings, reinvestment
in the community, and assessment of the impact of
reinvestment strategies.
The desired outcome is
increased public safety and reduced cost. See Figure 1.
Administered by the Bureau of Justice Assistance (BJA),
selection for participation in Justice Reinvestment is
competitive and consists of two phases. The first focuses
on developing a comprehensive understanding of the
local criminal justice system through data analysis and
forming strategies which may reduce costs. Communities
selected for Phase II are eligible for federal funding and
technical assistance to implement and evaluate their
strategies.
In April 2011, Mecklenburg County was one of seven
jurisdictions selected nationally to participate as a Phase I
site.
REINVESTMENT IN MECKLENBURG
Following selection, BJA, through its partners at The
Center for Effective Public Policy and Applied Research
Services, engaged the Mecklenburg County Criminal
Justice Advisory Group (CJAG) to gather information and
develop a policy framework.
Strategic Assessment
The initial step was to develop a strategic assessment of
the criminal justice system’s current state. Interviews
th
were conducted with the policymakers of the 26
Judicial District, each providing their perspective of the
existing challenges and opportunities. Five broad themes
emerged from the exercise: the need for improved
prevention efforts for at-risk populations; need for
alternatives to address low-level offenses; need to
improve case processing immediately following arrest;
need for attention to sentencing options and community
sanctions; and finally, the need to improve re-entry
practices for offenders returning to the community.
Focus Groups
With the CJAG’s approval and guidance, focus groups
were commissioned to specify challenges to efficient
services in each thematic area. Representatives from all
areas of the criminal justice system participated including
community service providers, judiciary, citizen advisory
groups, and state and local partners.
Figure 1. Justice Reinvestment Initiative
Collect and analyze
relevant criminal justice
data
Assess the impact of
reinvestment strategies
Reinvest in the
community and the jail
Develope and
implement alternative
strategies
Document costs and
potential savings
Ju sti c e R e in v e st m en t i n M eck l en b u r g | 1
Strategic Workgroup
The CJAG prioritized the focus groups’ findings and
formed a strategic leadership workgroup to thoroughly
explore the inefficiencies, identify alternative strategies,
and to determine the potential savings to be realized
through implementation of the strategies. The group’s
second charge was to identify reinvestment
opportunities which would further improve public safety.
Data Analysis
The workgroup conducted a comprehensive analysis of
arrests, the jail population, citizen-initiated warrants, and
1
prison re-entry trends. Ultimately four policy areas in
which alternative strategies were feasible and likely to
produce systemic benefits were identified: Low-level
Offenses; Mental Illness/Homelessness; Recidivism;
Citizen Complaints.
Alternative Strategy
The workgroup then identified a plan of action in each
policy area to improve performance and outcomes. Each
plan was anchored by a specific performance goal and a
range of supporting strategies. Finally, objectives which
to measure progress towards goal achievement were
crafted. Table 1 (pg 5) provides a summary of the
proposed strategies.
Analysis of Costs
Upon the CJAG’s approval of the proposed goals and
strategies, the workgroup initiated a cost analysis of the
policy issues. It was determined that between 2008 2011, approximately $55 million was expended to
adjudicate arrests in these policy areas.
Using existing costs, future costs were then projected for
three strategic planning scenarios: 1) No change in
policy, 2) Reduction in service demand by 10 percent,
and 3) Reduction in service demand by 20 percent.
Projections were made for the second and fourth year
after policy decisions were made. Both marginal costs
and average costs were considered.
The projections reveal that modest reductions in case
volume are sufficient to support re-investment
1
Three large-scale data extracts from the following systems were used:
Arrest Processing, (Jail) Operation Management System, and the
Automated Criminal Court System.
strategies. If the strategies suggested are embraced and
pursued, and a minimal reduction (10%) occurs in arrests
or diversion from jail or court processes, projected
marginal cost “savings” (which includes cost avoidance
and opportunities to reallocate staff to other tasks),
indicate that the County could realize savings of
approximately $5.4 million over a four year period. If a
larger reduction in arrests or diversion occurs – such as
20% - over $15 million in savings is achievable. Though
not evaluated, additional long-term cost advantages to
the broader community are anticipated to be
meaningful.
NEXT STEPS
In March 2013, the CJAG will select the alternative
strategies most suitable for a federal funding request
under Phase II of the Justice Reinvestment Initiative
grant program. Application for funding will be submitted
to the Bureau of Justice Assistance thereafter.
Upon CJAG’s approval, implementation of the strategic
plan will be initiated (Phase II). Leadership groups will be
formed in each policy area and assume responsibility for
the execution of “near-term” strategic objectives and
monitor and report progress to the CJAG.
The processes and programs implemented during the
second phase support and carry out the Phase I
recommendations, which are focused on impacting
significant cost and offender population drivers in the
County.
Funding will be required to support many of these
recommendations. Some of these funding needs may be
specifically supported by Phase II grant monies, if
approved by the Bureau of Justice Assistance. Once
implemented, however, each strategy has the potential
to generate meaningful cost savings or cost avoidance
which will support future operation of the recommended
initiatives and allow “reinvestment” in critical criminal
justice areas as determined by the CJAG.
The approach, therefore, has three essential phases –
the first involved identifying opportunities to improve
cost efficiencies while protecting public safety by looking
at cost and population drivers and developing alternative
Ju st ic e R ein v e st m en t in Me c k le n b u r g | 2
strategies for responding to certain issues. With this
report, Phase I is coming to completion.
The second phase will involve investment in specific
changes to practice or operation that will support cost
efficiencies and which, though requiring some initial
funding, will generate significant cost savings for the
County.
The third phase will involve “reinvesting” long-term and
realized savings in specific criminal justice areas that will
continue to enhance both cost effectiveness and public
safety.
ANTICIPATED IMPACT
Through the alternative strategies adopted in the Justice
th
Reinvestment Initiative, the 26 Judicial District will:
Reduce the volume of arrests for low-level
offenses
Reduce the frequency which chronic
offenders return to the criminal justice system
Reduce recidivism among the general
population
Increase time available to law enforcement
Improve the quality and effectiveness of
services delivered to offenders
Optimize use of court time and resources
Improve offenders’ social integration
Ju st ic e R ein v e st m en t in Me c k le n b u r g | 3
KEY FINDINGS
Low Level Offenses
Three charges: Driving While License Revoked,
Misdemeanor Possession of Marijuana and
Possession of Drug Paraphernalia accounted for 17
percent of all arrests 2008-2011.
On average, these offenses alone cost $11.4
million each year to adjudicate.
An estimated $4.8 million in marginal costs could
be avoided or saved ($1.2 million per year) if
arrests for these low-level offenses declined 10
percent over a four-year period.
The recent implementation of a citizen-initiated
court docket requires more operation time to pass
before reliable cost estimations can be calculated.
The rationale behind the proposed strategies, the
supporting objectives, and the anticipated benefits are
detailed on the following pages.
Mental Illness / Homelessness
Forty-eight offenders accounted for 1 percent of
164,000 arrests between 2008-2011.
Over $2.5 million alone was spent to house these
chronic
offenders
whose
charges
are
overwhelmingly non-violent or nuisance in nature.
A 10 percent reduction in arrests among these
chronic offenders could result in nearly a halfmillion dollars in cost savings and avoidance over a
four-year period.
Recidivism
Approximately half of all offenders released from
the county jail are rearrested within one year.
Mecklenburg County receives the second largest
number of offenders released from state prisons
each year.
Recidivists share the characteristics and make up a
significant fraction of the low-level offender
population. Intervention strategies for the latter
are expected to have an equal impact on recidivist
activity.
Citizen Complaints
Nearly nine of ten warrants initiated by a citizen
are dismissed.
Half of all dismissals occur when the prosecuting
witness fails to appear.
Ju st ic e R ein v e st m en t in Me ck le n b u r g | 4
Table 1. Summary of Alternative Strategies
Area
Problem Statement
Goal
Low-level Offenses
A significant percentage of
individuals are arrested for nonviolent, low-level crimes.
Reduce intake of low-risk
individuals
1.
Increase the use of citations for low-level charges.
2.
Assist citizens to redress the factors leading to their
suspended driver’s license.
Frequently, behavior related to
mental illness and/or
homelessness results in arrest.
Reduce intake of mentally ill
persons who are not a threat to
public safety
1.
Expand the Crisis Intervention Team concept within law
enforcement agencies.
2.
Provide short-term crisis intervention services and
diversion options via a single service location.
3.
Provide housing/shelter solutions coupled with proactive
case management and social services for frequent system
users.
1.
Provide confidential screening and service-need
assessments to offenders.
2.
Coordinate community-based service delivery to targeted
risk groups.
3.
Establish a comprehensive offender reintegration
framework for state prisoners released in Mecklenburg
County.
1.
Increase referrals to alternative dispute resolution
settings.
2.
Increase the use of summonses when alternative dispute
resolution is not appropriate and public safety is not
impacted
3.
Establish a citizen-initiated complaint docket.
Mental Illness /
Homeless
Strategies
5
Recidivism
Citizen Complaints
A significant percentage of
offenders are re-arrested
following their release from jail
and prison.
A significant percentage of nonprosecutable, citizen-initiated
complaints are filed.
Improve success rate of
reintegrating offenders
Increase the use of communitybased dispute resolution
programs.
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Low-Level Arrests
Too many individuals are arrested for non-violent, low-level crimes
Issue Description
7 in 10 arrests are for a misdemeanor or traffic
offense
Nearly 1 in 6 arrests of all arrests are for DWLR,
PDP, and Possession of Marijuana
More than half of arrestees spend more than one
day in jail
In 2011, these low level crimes cost taxpayers an
average $11.4 million per year to adjudicate
Impact
System resources are disproportionately consumed
by individuals who present low risk to public safety
and are unlikely to flee justice.
Justice Reinvestment Goal
Each arrest and period of incarceration imparts
significant social and economic costs that must
be balanced against the greater community
interest (Clear, 2003).
High arrest and incarceration rates weaken family
formation, employment stability, and social
interaction -factors crucial to maintaining
organized and viable communities (Lynch et al.,
2004).
A vast majority of Mecklenburg County residents
(69%) polled prefer that officers issue citations
for low-level, non-violent crimes (2012 Criminal
Justice Community Survey).
Objectives
1. Implement arrest-decision proxy tool for
low-level offenses by April 2014.
Reduce intake of low-risk individuals
2. Initiate low-level arrest trend report by
April 2014.
Anticipated Impact
3. Implement LE training curriculum by
January 2014.
Improve deterrence effect of law enforcement by
keeping officers on patrol.
Decrease potential crime risks by focusing
resources on individuals that require and are
most likely to benefit from intervention.
Reduce bed demand.
4. Include low-level arrest trend discussion
on CJAG agenda by April 2014.
Supporting Strategy 2
Decrease the volume of driving while license
revoked cases
Rationale
Supporting Strategy 1
Increase the use of citations for low-level charges
Rationale
Misdemeanor possession of marijuana and
Possession of Drug Paraphernalia are the most
frequent basis for non-driving arrests,
accounting, on average, for 9 percent of all jail
bookings.
In 2011, housing and adjudicating defendants for
PDP and Misdemeanor Possession violations cost
taxpayers an estimated $6.6 million (including
$3.6 million to simply execute the arrests).
Driving While License Revoked is the second
most frequent basis for incarceration in
Mecklenburg County, representing, on
average, 7 percent of all bookings.
In CY 2011, DWLR arrests cost taxpayers
approximately $4.8 million for housing and
adjudication.
In FY 2012, nearly 15,000 DWLR cases were
recorded in Mecklenburg County;
approximately 10 percent of all District Court
case filings.
Ju st ic e R ein v e st m en t in Me ck le n b u r g | 7
License revocation is more likely the result of
an administrative sanction (e.g. failure to pay
child support) than a driving violation (e.g.
driving while impaired) (NHTSA, 2009).
DWLR violations are steadily increasing as
legislatures find additional reasons to
suspend licenses (NHTSA, 2009).
Restoration of a suspended driver’s license is
an expensive and complex process.
Objectives
1. Implement driver’s license restoration
clinic by April 2014.
2. Formalize DWLR alternatives-to-arrest
policy by April 2014.
3. Reduce or delay the “automatic” loss of
driver’s licenses for non-safety-related
reasons by April 2014
4. Initiate DWLR trend report by April 2014.
5. Include DWLR trend discussion on CJAG
agenda by April 2014.
Ju st ic e R ein v e st m en t in Me ck le n b u r g | 8
Mental Illness/Homelessness
Too frequently, behavior related to mental illness and/or homelessness results in arrest.
Issue Description
Over 21,000 bed days were consumed by 48
individuals in a four-year span at a cost of $2.5
million
Alleged crimes are overwhelmingly non-violent
misdemeanors such as trespassing, soliciting
alms, and intoxicated and disruptive
A 2006 study by MCSO found that 24 percent of
inmates reported receiving mental health
services in the previous year
Mecklenburg County has approximately 200 CIT
field officers, but they are not specifically assigned
to calls involving mentally ill persons
Impact
A disproportionate fraction of system resources are
consumed by mentally ill and/or homeless persons
charged with public order offenses.
Justice Reinvestment Goal
Rationale
Crisis intervention training helps officers to
recognize and respond to signs of psychiatric
distress, promoting de-escalation of crises, and
ultimately reducing the likelihood of arrest and
incarceration
Studies have shown that police-based diversion –
including CIT, have reduced the number of arrests
by 58 percent (GAINS, 2004)
Jail diversion does not decrease public safety
(GAINS, 2004)
CIT decreases the likelihood of injury to officers
(Justice Center, 2009)
Calls involving persons with mental illness require
significantly more time and keep officers from
responding to other calls for service (Justice Center,
2009)
Objectives
Reduce the intake of mentally ill persons who are not
a threat to public safety
1. Formalize protocol for strategic
deployment of CIT officers by April 2014.
Anticipated Impact
2. Institute continuing education and annual
certifications standards for CIT officers by
April 2014.
Increase treatment effects by establishing and/or
maintaining community and natural support
structures.
Supporting Strategy 2
Improve quality of life for persons challenged by
mental illness or coping with homelessness.
Provide short-term crisis intervention services and
diversion options via a single service location
Minimize demand on criminal justice system and
other public resources.
Reserve jail resources for individuals who pose
greatest risk to public safety.
Supporting Strategy 1
Expand the Crisis Intervention Training (CIT) concept
within law enforcement agencies
Rationale
National jail data indicates that a significant portion
of jail populations have serious mental illness (15%
and 30% for males and females, respectively)
(National Center for Mental Illness, 2006).
Seventy percent of youth in the juvenile justice
system have mental health disorders (Psychiatric
Services, 2009).
Ju st ic e R ein v e st m en t in Me ck le n b u r g | 9
Individuals referred to mental health services by
law enforcement experience fewer subsequent
contacts with the criminal justice system (Justice
Center, 2009).
2.
Evaluate supportive housing program
outcomes by June 2014.
3.
Implement supportive case
management by June 2014.
Ninety-one percent of Mecklenburg County
residents preferred that non-violent persons with
mental illness receive diversion to care and services
instead of jail (2012 Criminal Justice Community
Survey).
4.
Expand pilot project, if successful, by
July 2015.
Objectives
1.
Create a community-based mental
health crisis center by April 2015
2.
Formalize protocol for utilization of
crisis center by law enforcement by
April 2015
Supporting Strategy 3
Provide housing/shelter solutions coupled with
proactive case management and social services for
frequent system users
Rationale
Mental illness and homelessness are strongly linked
and the lack of stable housing significantly
increases the likelihood of recidivism (GAINS,
2009).
Participation in supportive housing programs,
according to studies, reducessubstance abuse, rearrest, and utilization of public resources (jails,
shelters, emergency departments)(John Jay
College, 2010; Center for Health Care Strategies,
2012)
Supportive housing for frequent system users
produces significant cost avoidance savings.
Minneapolis, for example, determined their
program yielded a tax-payer savings of $13,000 per
participant (Hennepin Country, 2012).
Sustainable housing with services protects county
residents who score high on the vulnerability index.
Objectives
1.
Implement a supportive housing pilot
program by June 2013.
Ju st ic e Re in v e st m en t in M eck l en b u r g | 10
Recidivism
Too many offenders are re-arrested following their release from prison.
Issue Description
Mecklenburg County receives the second largest
number of prison releases in the State
40 percent of offenders released from NC prisons
return to prison within 3 years for a new crime
21 percent of re-arrests are for low-level offenses
identified in Finding 1 of this report
12 percent of re-arrests involve a probation or
parole violation
Impact
Re-offense increasingly weakens the offender’s social
integration and threatens to entrench long-term
criminal behavior.
Justice Reinvestment Goal
The
evidence-based
principles
of
risk/need/responsivity have been shown to
reduce recidivism as much 26 percent and to be
more effective than incarceration for mediumto high-risk offenders.
Recidivism reduction as an explicit sentencing
activity promotes the effective use of both
evidence-based treatment services as well as
graduated sanctions.
87 percent of Mecklenburg County indicated it
was important for judges and prosecutors to
have detailed social and criminal information
when sentencing (2012 Criminal Justice
Community Survey)
Objectives
1. Implement offender screening and
assessment policy by April 2014.
Improve success rate of reintegrating offenders
2. Implement screening and assessment
program by April 2014.
Anticipated Impact
3. Initiate presentence reports on felony
defendants by April 2014
Increase reach and effectiveness of treatment
and programming.
Reduce incarceration rates for non-violent
crime.
Improve community cohesiveness and strength.
Reduce demand on criminal justice resources.
Expand labor force.
Supporting Strategy 1
Provide confidential screening and service-need
assessments to offenders
Rationale
Approximately 1,500 state inmates are released
to Mecklenburg County annually; nearly half
whom are pose a medium- to high-risk for reoffense.
Probation revocation account for 40% of prison
entries from Mecklenburg County
Supporting Strategy 2
Coordinate community-based service delivery to
targeted risk groups
Rationale
An estimated 60 percent of state offenders
released to Mecklenburg County in FY 2011
were in need of substance abuse treatment;
more than two-thirds of whom received no
services while incarcerated.
Prison releases are heavily concentrated in
certain communities. Nearly 70 percent of
state releases are confined to eight contiguous
Mecklenburg zip codes.
A coordinated network of services reduces
costs resulting from duplication and increases
the treatment effect.
Sixty-eight percent of Mecklenburg residents
favor spending tax dollars on rehabilitative
Ju st ic e R ein v e st m en t in Me ck le n b u r g | 11
services that treat factors underlying criminal
behavior.
Eighty-five percent of Mecklenburg residents
viewed rehabilitation as more important than
punishment
in
sentencing
non-violent
offenders.
Objectives
1. Complete offender-service need audit by
April 2015.
2. Complete community resource/service
audit by April 2015.
3. Complete service integration plan by April
2015.
Supporting Strategy 3
Establish a comprehensive offender reintegration
framework for state prisoners released to
Mecklenburg County
Rationale
Comprehensive programming tailored to the
specific needs of offenders decreases the
likelihood of continued criminal behavior.
Behavioral and cognitive programming based
on individual risk assessments has been shown
to reduce recidivism by 26 percent.
Providing treatment while maintaining
intensive supervision has been shown to
reduce criminal outcomes by 16 percent versus
non-treatment supervision programs.
Objectives
1. Formalize prisoner re-entry plan by April
2015.
2. Launch community resource center by
April 2015.
3. Launch residential re-entry center by April
2015.
Ju st ic e R ein v e st m en t in Me ck le n b u r g | 12
Citizen Complaints
Too many non-prosecutable, citizen-initiated complaints are filed.
Issue Description
Approximately 5,000 arrests based on a citizeninitiated warrant occur annually
9 of 10 citizen-initiated complaints are dismissed
Half of all dismissals occur when the prosecuting
witness does not appear in court to testify
Impact
System resources are disproportionately consumed
by individuals who present low risk to public safety
and are unlikely to flee justice.
Justice Reinvestment Goal
Increase the use of community-based alternative
dispute resolution programs
Anticipated Impact
Provide citizens opportunity to formally resolve
complaints more quickly.
Free criminal justice resources.
Promote community-based problem solving.
Increase public awareness of criminal justice
policy challenges
Supporting Strategy 1
Increase referrals to alternative dispute resolution
(ADR) settings
Rationale
Citizen-initiated complaints typically require 2-3
court settings to dispose, consuming valuable
calendar space. Cases referred to ADR are most
often resolved in a single session.
Use of ADR reduces demand on law enforcement
and jail resources by avoiding unnecessary arrests.
The significant disruption and long-term effects
imposed by an unnecessary and avoidable arrest is
avoided.
ADR provides parties greater flexibility to resolve
their matter.
Objectives
1.
Conduct ADR advocacy training for law
enforcement and magistrates by April
2015.
2.
Explore the use of neighborhood
community courts as ADR settings by
April 2015.
3.
Implement an ADR tracking system by
April 2015.
Supporting Strategy 2
Increase the use of summonses when alternative
dispute resolution is not appropriate and public safety
is not impacted
Rationale
Summonses compel court appearance without the
necessity of an arrest.
Wherea threat to public safety or flight from justice
is unlikely, an arrest warrant imposes significant
and avoidable costs upon the defendant.
Substantial costs are incurred by law enforcement
and the jail effecting arrest warrants for cases
which a summons is more appropriate.
A summons does not bar the later issuance of a
warrant for arrest.
Case disposition may be achieved more quickly
through the summons process, which stipulates a
court appearance occur no later than one month
after the date the summons is issued.
Objectives
1.
Implement a warrant/summons
issuance tracking system by April 2014.
2.
Initiate warrant/summons issuance
trend report by April 2014.
Ju st ic e R ein v e st m en t in Me ck le n b u r g | 13
3.
Include Warrant/Summons trend
discussion on CJAG agenda by April
2014.
Supporting Strategy 3
Establish citizen-initiated complaint docket
Rationale
Until ADR diversion is firmly established a high
volume of cases will continue to reach the court.
A court focused on citizen-initiated complaints will
increase the speed which such cases are resolved,
minimizing resource demand.
Objectives
1.
Establish citizen-initiated complaint
docket by June 2013.
Ju st ic e R ein v e st m en t in Me ck le n b u r g | 14
Table 2. List of Reports and Analysis Produced in Support of the Justice Reinvestment Initiative*
Title
Description
15
1. Criminal Justice System Maps
Illustrates the adjudication processesfor felony and misdemeanor cases.
2. Jail Population Drivers 2008 –
2011
Analysis of all arrests processed at the Mecklenburg County Jail 2008-2011. Details offender demographics, charges, and
lengths of stay.
3. Analysis of Citizen-Initiated
Complaints
Outcome analysis of warrants initiated by citizens at the magistrate window during July 2011. Describes charge
information, characteristics of case dispositions, number of court settings.
4. Analysis of Summonses
Outcome analysis of criminal summonses issued July 2011. Describes charge information, characteristics of case
dispositions.
5. Analysis of Frequent Users
Summarizes characteristics of the most frequently arrested offenders (top 1 percent) 2008 - 2011.
6. Recidivism Rates of Offenders
Released from Prison
Examines the post-release outcomes of offenders released to Mecklenburg County from NC prisons 2008-2012.
Summarizes offender demographics, criminal history, re-arrest trends, and substance treatment needs.
7. Cost Model
Details the projected criminal justice costs and potential cost savings/avoidance for the jurisdiction’s most frequently
processed charges and most frequent users.
8. Jail Population Snapshot
Summarizes the characteristics of inmates housed in the Mecklenburg County Jail on October 16, 2012. Examines
booking method, charge characteristics, and inmate classification, and length of stay.
8. Bail Policy Review
Examines the distribution of bonds set at initial and first appearance hearings conducted during 2011; specifically, the
th
conformity of bond decisions with the 26 Judicial District Bail Policy (2010).
9. Recidivism Analysis of a Sample
of NC DOC Prisoners Released
Extends the analysis of recidivism among prisoners released by NC prisons to Mecklenburg County. Using a sub-sample
drawn from the earlier study, all criminal activity of those released is tracked between 2008-2012.
* Documents and reports developed in support of the Justice Reinvestment Initiative will be available on the Mecklenburg County Criminal
Justice Services website in March 2013. http://charmeck.org/mecklenburg/county/CountyManagersOffice/CriminalJusticeServices
Justice Reinvestment Strategy Priority Ranking
Focus Area
Strategy
Objectives
Priority
Timeline


Implement low-level offense arrest proxy tool and training
Add low-level arrest trend report to CJAG Agenda
A
1




Formalize DWLR alternatives to arrest policy
Add DWLR trend report to CJAG agenda
Implement drivers license restoration clinic
Reduce or delay “automatic” loss of drivers license for nonsafety reasons
A
1


Formalize protocol for strategic deployment of CIT officers
Institute continuing education and annual certifications
standards for CIT officers
A
1
Provide short-term crisis intervention
services and diversion options via a single
service location


Create community-based mental health crisis center
Formalize protocol for utilization of crisis center by law
enforcement
A
2
Provide housing/shelter solutions
coupled with proactive case
management and social services for
frequent service users




Implement supportive housing pilot project
Implement supportive case management
Evaluate supportive housing pilot outcomes and cost savings
Expand pilot project if successful
Increase use of citations for low-level
offenses
Low-level
Offenses
Decrease the volume of driving while
license revoked cases
16
Reduce the intake of mentally ill persons
who are not a threat to public safety.
Mental Illness /
Homeless
PRIORITY
TIMELINE
A - High
B - Medium
C - Low
1 - Up to one year
2 - One to two years
3 - Greater than 2 years
In Progress
Focus Area
Recidivism
Strategy
Priority
Timeline
Provide confidential screening and
service-need assessments to offenders



Implement offender screening and assessment policy
Implement offender screening and assessment program
Initiate presentence reports for felony defendants
B
1
Coordinate community-based service
delivery to targeted risk groups



Complete offender service-need audit
Complete community resource/service audit
Complete service integration plan
B
2
Establish a comprehensive offender reintegration framework for state prisoners
released to Mecklenburg County



Formalize prisoner re-entry plan
Launch community resource center
Launch residential re-entry center
B
2

Conduct ADR advocacy training for law enforcement and
magistrates
Explore the use of community courts in targeted
neighborhoods as ADR settings.
B
2
1
17
Objectives
Increase referrals to alternative dispute
resolution (ADR) settings
Citizen-Initiated
Complaints

Increase the use of summons when
alternative dispute resolution is not
appropriate and public safety is not
impacted


Implement a warrant/summons issuance tracking system.
Include warrant/summons issuance trend report on CJAG
agenda
B
Establish a citizen-initiated complaint
docket

Establish a citizen-initiated complaint docket
Implemented
Justice Reinvestment is a system-wide strategic planning effort to identify opportunities for increased
cost-efficiency and to reinvest savings to increase effectiveness. There are three guiding principles:
1.
2.
3.
Improve Public Safety
Use Resources More Wisely
Re-Invest Savings in Evidence-Based Practices
Alternatives to Arrest Policy for DWLR
Crisis Center
Increased Use of Citations and Summonses
Driver’s License Restoration Clinic
Alternative Strategies to Manage Low-Level Offenses
Community Resource/Re-entry Center
Increased Use of Alternative Dispute Resolution
Re-entry Center
Appropriate Dispute Resolution for Citizen-Initiated Complaints
Freeing Law Enforcement Time
Positively Impacting Recidivism